경영자의 코칭역량 모델링 및 요구분석

국문 초록 (Abstract)

본 연구는 경영자 코칭의 선행 연구들을 바탕으로 경영자의 코칭역량 모델을 개발하고, 역량에 대한 구체적인 요구도를 조사하는데 목적이 있다. 이 연구 목적을 달성하기 위해 다음의 연구 문제를 제시했다.
첫째, 경영자의 코칭역량의 구성요소는 무엇인가? 둘째, 경영자의 코치역량에 대한 요구는 어떠한가? 첫 번째 연구문제를 해석하기 위해 먼저 선행연구분석을 토대로 5개 역량군 및 47개 하위역량의 구성요소를 도출하였다. 이를 기초로 2차에 걸친 델파이 조사를 실시하여 총 23개의 하위역량을 제거하고 내용 타당도가 확인된 5개 역량군 및 34개 하위역량으로 구성된 경영자의 코칭역량모델을 설계하였다. 이어서 경영자의 코칭역량모델을 측정하는 문항을 개발하였다. 5개 역량군에 속한 34개 하위역량에 대해 각각 3문항씩 총 102개의 문항을 제작한 후 안면 타당도 분석, 요인분석을 통해 내적 타당도 및 외적 신뢰도를 검증하였다. 요인분석에서 요인부하량 .50이상을 충족하지 못하는 8개의 역량이 삭제되어 최종적으로 5개 역량군 및 26개 하위역량으로 구성된 경영자의 코칭역량모델이 완성되었다.
두 번째 연구문제를 해결하기 위하여, 요구조사를 실시해 현재 수준과 미래 바람직한 수준의 차이를 분석하여 경영자에게 요구되는 코칭역량의 우선순위를 도출하였다. 5개 역량군을 조사한 결과 조직관리 역량군 중 사업적 통찰력 역량이 가장 요구도가 높은 역량으로 분석되었다. 다음으로 리더십 역량군의 갈등관리, 조직관리 역량군의 동기유발, 전략적 사고, 리더십 역량군 중 협상 역량이 차례로 높은 요구도를 나타냈다.
본 연구를 통해 도출된 5개의 역량군은 기존의 전문코치 역량에서 사용되어온 코칭 스킬과 조직의 리더에게 요구되는 리더십 및 조직관리, 또한 모든 개인 및 리더들의 능력의 차이를 나타낼 수 있는 공통 요소인 인성 및 자기관리 등의 범주로 구성되었다. 이것은 기존의 전문코치를 위한 코칭역량모델과는 확연히 다른 요소들을 포함하고 있다. 기존의 전문코치들을 위한 역량모델이 코칭스킬을 중심으로 이루어져 있는 것과는 다르게 본 연구를 통해 완성된 경영자들을 위한 코칭역량모델은 리더십, 조직관리, 개인의 특성 등 조직의 리더들에게 요구되는 핵심역량을 중심으로 이루어졌다는 것이 특징이다. 이는 기존의 코칭스킬을 중심으로 한 경영자 코칭 프로그램이나 이슈해결 방법에서 더 발전하여 전문적이고 광범위한 영역까지 포괄한 경영자를 위한 코칭역량을 중심으로 한 코칭 프로그램 및 운영체계가 설계되어야 한다는 것을 의미한다. 구체적으로 본 연구의 의의와 시사점은 다음과 같다.
첫째, 본 연구는 우선 학문적으로는 기존의 경영자 코칭역량 또는 자질에 대한 연구들이 전문코치에 초점이 맞추어져 있거나 실증 분석이 이루어지지 않은 이론적인 모델이 대부분이라는 한계점을 보완하였다. 둘째, 경영자에게는 실제 경영환경 속에서 필수적으로 요구되는 코칭역량이 무엇인지 인지하고, 코칭역량을 효과적으로 개발해 나갈 수 있는 명확한 기준을 제시하였다. 경영자가 본 연구에서 도출된 역량을 개발하고 발휘할 때에 전략적인 조직 관리와 성과 중심의 경영, 인간존중의 리더십 등을 통합적으로 발휘할 수 있을 것이다. 셋째, 전문코치들에게는 조직의 고위급 리더들을 코칭하기 위해서 스스로 어떠한 역량과 기능을 갖추어야하며, 리더들의 필요와 요구에 어떻게 대응해야 하는지에 대한 명확한 기준을 제시해주었다. 넷째, HR 등 경영자 코칭과정을 운영하는 전문가들에게는 보다 전문적이고 광범위한 영역을 포함한 경영자를 위한 코칭프로그램 및 운영체계를 설계할 수 있는 근거를 제시하였다. 이는 경영자 코칭과정 운영자들의 코칭에 대한 신뢰를 한층 높이는 결과를 가져다 줄 것이다.

다국어 초록 (Multilingual Abstract)

The aim of this study is to develop Executive coaching competency model based on preceding Executive coaching study, and to research detailed needs for competency. For this aim, I suggest following research problems.
First, what is the component of Executive coaching competency? Second, what is the needs for Executive coaching competency? To solve the first research problem, I deducted components of 5 competency clusters and 47 sub competency based on advanced study analysis in advance. Based on this, I did Delphi technique two times. So I could reduce total 23 sub competency and design coaching competency model with proper 5 competency groups and 34 sub competency. And then, I developed questions for measuring Executive coaching competency model. To verify internal validity and external reliability, with 3 questions for each 34 sub competency I made total 102 questions, and analyzed face validity and then I did factorial analysis. For factorial analysis, 8 competency which could not satisfy factor loading 0.50 were deleted, and I finally completed Executive coaching competency model with 5 competency groups and 26 sub competency which satisfy validity and reliability.
To the solve second research problem, with above developed questions I did investigation of request and analyzed level difference between present level and future desirable level, and deducted order of priority of necessary coaching competency for Executive. As a result of integrating 5 competency group, the business insight was analyzed as the most necessary competency among 5 competency groups. And the next is conflict management in leadership competency group, motivation, strategic thinking in organization management competency group, and negotiation competency in leadership competency clusters as in necessary order.
These 5 competency groups from this study consist of categories like coaching skill in existing professional coach competency, and leadership and organization management which necessary for leaders, and then personality and self management which show difference of ability of all individuals and leaders. These surely have different components from existing coaching competency model for professional coach. This Executive coaching competency model in this study consist of core competency for organization leaders like leadership, organization management, and individual character while the existing competency model for professional coach consists of only coaching skills. This means that new coaching program and operating system should be designed with Executive coaching competency which includes more professional and broad field. This is developed from Executive coaching program or problem solution with existing coaching skill. The detailed meaning and implication of this study as follows.
First, this study complemented the limits of existing study and model academically. The existing Executive coaching competency or qualification studies only focused on professional coach, or existing theoretical model didn't have any analysis of actual proof. Second, this study recognized what was necessary coaching competency for Executive in real business environment, and showed clear standard for developing coaching competency effectively. If Executive accepts and use these competency in this study, he or she will demonstrate strategic organization management, result central management, and human respect leadership synthetically. Third, this study showed clear standard to Executive professional coach what competency and ability is necessary to coach high level leaders in organization, and how satisfy needs and demand from leaders. Forth, this study showed grounds to professionals who run Executive coaching course like HR how design new coaching program and operating system for Executive with more professional and broad field. This will bring result that reliability for coaching of Executive coaching course manager gets higher.

목차 (Table of Contents)

• 제 1 장 서 론 1
• 제 1 절 연구의 배경 1
• 제 2 절 연구의 목적 3
• 제 3 절 연구의 내용 3
• 제 4 절 연구의 구성 4
• 제 2 장 이론적 배경 및 선행연구 6
• 제 1 절 경영자 코칭의 선행연구 6
• 제 2 절 역량의 선행연구 15
• 제 3장 경영자의 코칭역량의 개념 32
• 제 1 절 경영자의 코칭역량의 구성요소 32
• 제 2 절 경영자의 코칭역량의 연구모형 38
• 제 3 절 역량군 및 역량항목의 개념정의 40
• 제 4 장 연구절차 및 방법 45
• 제 1 절 연구절차 45
• 제 2 절 역량모델의 초안 제작 방법 46
• 제 3 절 역량모델의 타당화 방법 50
• 제 5 장 연구 결과 55
• 제 1 절 역량모델의 타당화 55
• 제 2 절 경영자 코칭역량에 대한 요구분석 93
• 제 6 장 결론 및 제언 111
• 제 1 절 결론 111
• 제 2 절 시사점 114
• 제 3 절 제언 115
• 참고문헌 117
• Abstract 124
• 부록 126

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